









Class HE 5326 
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Copyright^?-_ 


COPYRIGHT DEPOSIT. 












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OHIO STATE UNIVERSITY 
W. 0. Thompson, President 

I have read the manuscript of this little 
volume with accelerated interest. As stated 
in the foreword Mr. Munsell has spoken out 
of a large experience as a practical man to a 
younger generation. His practical point of 
view can not fail to interest the young man 
looking forward to a career in business or in 
any of the industries. There is a deal of 
wholesome advice and suggestion in what Mr. 
Munsell throws in as he passes along from 
one phase to another. Nothing is suggested 
that is out of the reach of the average young 
man. One reads the pages with the feeling 
that here is a man in sympathy with young 
men speaking plainly and truthfully to them 
about matters vital to their success and hap¬ 
piness in making their careers. The tone of 
the book is wholesome throughout. The read¬ 
ing of the book will elicit commendation and 
praise from those interested in better service 
and from those preparing to meet that de¬ 
mand. 

W. O. THOMPSON. 

March 28, 1922. 

Columbus, Ohio. 






Selling Yourself 


“FOREWORD” 

The information contained in this 
booklet was gathered mostly during 
my several years in the service of the 
National Cash Register Company, 
Dayton, Ohio, while in charge of the 
Department known as the Employ¬ 
ment, Promotion and Discharge De¬ 
partment. 

I trust you may get some thought 
or suggestion from the information 
contained herein that will be of some 
assistance in steering you clear of 
many of the “pit falls” for the young 
people who are just starting their 
fight for recognition in this busy 
business world. 

J. J. Munsell, Columbus, Ohio. 
Copyright April, 1922, 


THE STUFF 


The test of a man is the fight he makes, 

The grit that he daily shows. 

The way he stands on his feet and takes 
Fate’s numerous bumps and blows. 

A coward can smile when there’s naught to 
fear, 

When nothing his progress bars. 

But it takes a man to stand up and cheer 
While some other fellow stars. 

It isn’t the victory after all. 

But the fight that a brother makes; 

The man who, driven against the wall. 

Still stands up erect and takes 
The blows of fate with his head held high. 
Bleeding, and bruised, and pale, 

Is the man who’ll win in the by and by, 

For he isn’t afraid to fail. 

It’s the bumps you get and the jolts you get 
And the shocks that your courage stands. 
The hours of sorrow and vain regret. 

The prize that escapes your hands. 

That test your mettle and prove your worth; 

It isn’t the blows you deal. 

But the blows you take on the good old earth 
That show if your stuff is real. 


[4] 


r' 2 * 


m2 


©CU674324 


—Selected. 




THE VALUE OF TIME 

There are only two great sources 
of value—the earths resources as the 
sun—the air—the water—the ores 
and TIME. 

Time has no inherent value in it¬ 
self, it is valuable only when used to 
measure useful hours. TIME is the 
raw material which is given to each 
and every individual with which to 
forge or work out their life’s work. 
One may use time allotted them and 
become a skilled mechanic, account¬ 
ant, writer, artist, doctor or lawyer, 
etc., while there are others who at¬ 
tach no value to time and seldom do 
they become useful citizens. 

We can mould our lives into suc¬ 
cessful ones or failures—just as iron 
may be made into cheap window 
weights or valuable steel springs—it 
is all in the handling. Do not over¬ 
look the fact that there is only one 
fellow in the world who can help you 
[5] 


or hinder you; that fellow is your¬ 
self. 

Pity the army of unprepared, 
uneducated which sweeps up to the 
door of the business world, un¬ 
trained, eager but handicapped. The 
business world is demanding more 
and more that their future em¬ 
ployees have a foundation of health, 
energy, education and knowledge 
upon which to build. Down below 
in the ranks, in the fields of the in¬ 
experienced laborers, there are 
always too many. 

It is in every way, creditable and 
honorable to handle the pick and 
shovel, the only blame or discredit 
that I can find with anyone in such a 
position is not in having a higher 
ambition. One should not be satisfied 
with the limits of the tools just men¬ 
tioned. 


[ 6 ] 



WHAT TO DO? 


What to do? Think of the thou¬ 
sands of young people that ask 
themselves this question when they 
face the hard realities of the world 
early in life. 

It is estimated that each year 
nearly a million young Americans 
enter the industrial world. Eight 
out of every ten people must enter 
the industrial life in some of its 
varied phases. 

The entry day is a great and im¬ 
portant event in the lives of all in¬ 
dividuals. At the gateway of this 
new and unknown life they ask 
themselves the above question. Be¬ 
yond them lie the fields of endeavor; 
the business world sends forth its in¬ 
sistent and unending calls for re¬ 
cruits, there is fame to be won, honor, 
love and happiness—or there may be 
disappointments that wreck all the 
[7] 


high hopes which have gilded the 
dreams of youth. 

What am I to do, asks the eager 
youth, his soul afire with ambition to 
serve, that he may win his hearts de¬ 
sire. 



[8] 


SELLING YOURSELF 

Getting a job for yourself is noth¬ 
ing more than a selling job, and 
when I say SELLING, I have in 
mind only that type of a salesman, 
who handles only “specialities” not 
an “order taker” who has a regular 
route for frequent visits to a mer¬ 
chant to replenish certain standard 
stocks, etc. 

When seeking a buyer for your 
services, you must know where to 
find the “prospects” for your goods, 
like any other speciality. You must 
create a demand, you cannot sit 
down and expect offers to come to 
you unsolicited until you have at 
least created a market value. 

To get a job you must go after 
it. But you must have some definite 
plan of approach or guide to assist 
you. I know many able men who 
occupy inferior positions, jobs that 
[9] 


will not return a fair reward either 
in opportunity or money, they are 
tied down to these jobs simply be¬ 
cause they were poor salesmen of 
their services. Do not misunderstand 
me, there are many men who get a 
“top” price for their goods from the 
first buyer, but unless those goods are 
placed in an organization where there 
is an unusual demand for quality; 
price then in the long run should not 
be an important factor; better sell 
your services for less money as a 
starter and be a little more careful in 
selecting the buyer, get with a live 
concern that keeps “good goods” to 
the front rather than get shop worn 
on somebody’s shelf because the price 
mark is too high to ask for an un¬ 
known quanity. 

Every job must offer room for 
expansion, also opportunities to 
make full use of all you know or can 
do. 


[10] 


When you are ready to sell your 
services you will, in the terms of a 
salesman, look for leads. You may 
have selected, in advance, the con¬ 
cern that you would like to have buy 
your services, possibly they are not 
in the market, then you must look 
for “leads’' for other buyers. You 
will find several means of approach 
to these leads that are used by a great 
many men and women of varied oc¬ 
cupations to locate possible buyers of 
their services. These avenues of ap¬ 
proach are about as follows: 

(1) Read the “Help Wanted” 
columns in the daily papers. 

(2) You may advertise your 
services for sale in the “Situation 
Wanted” column. 

(3) Either a personal call upon 
an employer or if that is impossible 
a letter. 

(4) Private employment agen- 

[ii] 


cies that charge a fee for registering 
with them and a definite sum if they 
are successful in placing you. 

(5) Public employment offices 
are maintained in most of our larger 
cities and supported by taxation 
either by the city, state or Federal 
governments. They are operated for 
the benefit of those seeking employ¬ 
ment as well as the employer. No 
charge is made for this service. 

(6) You will also find that in 
many places the Y. M. C. A., Y. W. 
C. A., Young Men’s Hebrew Asso¬ 
ciations, K. of C., Chambers of Com¬ 
merce, Merchants associations, Busi¬ 
ness Colleges and typewriter com¬ 
panies maintain employment depart¬ 
ments for the benefit of their mem¬ 
bers and operators of their machines, 
etc. As a rule none of such organ¬ 
izations make any charge for their 
services. 

When you have received a lead to 
[ 12 ] 


a possible employer then the first im¬ 
portant question for you to decide, is 
the organization, one you would like 
to become associated with. 

Is it a progressive concern or one 
dying by inches—is it a leader in its 
particular business, or is it a trailer 
—is its product “A-l” or is it just 
getting by with it? Is the road to the 
top of its organization like a blind 
alley—blocked by a lot of relatives 
to obstruct the progress of one 
worthy of promotion? Does senior¬ 
ity have preference over ability, en¬ 
thusiasm and youth? It should not. 
If you are assured, it is a going con¬ 
cern, up to date, and progressive, 
where initiative and ability is on an 
equal plane with seniority—then get 
in it. 

If necessary to make application 
by letter you should bear in mind 
that the results obtained depend 
[13] 


largely upon your letter’s appear¬ 
ance and construction. 

The factors that combine to make 
it effective are: 

(1) Use of proper stationery. 

(2) Write in a neat and legible 
hand, or in typewriting. 

(3) Proper and forceful ar¬ 
rangement of material. 

Of the thousands of letters from 
applicants that I have personally in¬ 
spected, it is surprising the very 
small percentage that can present 
themselves in a manner that will at¬ 
tract, at once, the attention and in¬ 
terest of the prospective employer. 

I assume that only 70% of the let¬ 
ters received by advertisers are given 
more than scant consideration. That 
is a terrible waste of time and effort, 
but think of the heartaches caused 
largely because the applicant had 
been careless in the writing and com- 
[ 14 ] 


position of the letter and had failed 
to impress the advertiser. 

The replies to some advertisements 
are usually received in such great 
numbers, that to read them all thor¬ 
oughly would be almost impossible, 
so a weeding out process is resorted 
to. 

The first letters put aside for 
further consideration are the best 
looking ones, you know what I mean, 
the ones with that something about 
them that just naturally gives you 
a mental picture of the writers per¬ 
sonality, education, etc. Sure mis¬ 
takes will be made in so judging, but 
the mistakes will be very few when 
compared to the many times the 
prospective employer has “guessed” 
correct. 

Your letter is your advance guard, 
let it be a good messenger and be the 
most forceful of which you are cap¬ 
able. 


[15] 


There are no substitutes for good, 
clean, true blue or black inks that 
stand out excellently on white paper 
so the reading is made easy for the 
one whom it is intended. Write on 
one side of the paper only, do not use 
hotel or club stationery and you may 
as well never write the letter if you 
use your employers stationery, for it 
is considered a breach of trust for an 
employee to use his employers letter 
head to make application for employ¬ 
ment elsewhere, invariably such let¬ 
ters immediately die a natural death. 
Never use fancy or perfumed paper 
or envelopes, use a good plain grade 
of business size; this advice girls espe¬ 
cially should be very careful to fol¬ 
low. 

Many employers ask that replies 
be in long hand, because to them the 
hand writing is their yard stick by 
which they measure the unseen ap¬ 
plicant. A clear, legible and neat 
[ 16 ] 


hand is best—avoid flourishes, fancy 
writing is not for business. In 
making so strong a plea for good 
handwriting, I am not unmindful of 
the fact that there are really many 
great men and women who are poor 
writers, but remember that em¬ 
ployers are not seeking the genius 
through the advertising columns of 
the newspapers, what they are look¬ 
ing for are the ordinary men and 
women competent to perform cer¬ 
tain tasks to their satisfaction. 

Unless a special request is made 
for your reply to be in long hand, 
then I suggest the use of a type¬ 
writer; because a type written let¬ 
ter presents a better appearance, if 
properly constructed and is easier to 
read. If you cannot operate a type¬ 
writer, get some one to do it for you. 
Pay particular attention to the way 
in which your letter is arranged— 
leave equal margins on each side of 
[ 17 ] 


the paper, about one and a quarter 
inches where the regular business 
size 8%xll paper is used. Three- 
quarters to one inch is allowed for 
indention at beginning of para¬ 
graphs. A letter so constructed 
stands out in blocks and is easily 
read. 

If you should write a letter in re¬ 
ply to a “Help wanted ad” be care¬ 
ful and avoid such opening para¬ 
graphs as these: 

“Having read your ad in the Dis¬ 
patch I hereby make application for 
the position.” 

“Your advertisement for a book¬ 
keeper has attracted my attention 
and I desire to be given considera¬ 
tion for the position.” 

“My attention has been called to 
your advertisement in the Journal 
for a draftsman and I am making 
application for the position.” 

[ 18 ] 


Just remember, when writing your 
letter, that the party who will read 
it is busy, he knows lie has placed an 
ad, therefore, it is unnecessary for 
you to remind him of it, tell him what 
he wants to know; who are you and 
what are your qualifications. 

I suggest that you reply to “Help 
Wanted” ads about as follows: 

Address your letter to the address 
given in ad, cut the ad out of the 
paper and paste in center of and 
about one-half inch above the body 
of your letter, then proceed—Grad¬ 
uate of college, courses in finance, 
journalism and accounting, two sum¬ 
mers practical experience in manu¬ 
facturing concern, one summer in 
insurance office. Age 23, single (ex¬ 
pect to he married). Reference as 
to character and reliability, Mr. John 
A. Doe and Mr. Samuel B. Jobe. 
That should be your story. 

If you write in long hand, try and 
[ 19 ] 


have the lines straight across. Do 
not make too many paragraphs— 
make it easy for the reader—a let¬ 
ter of few paragraphs and concrete 
information will present your case 
more effectively than one too long 
winded and paves the way for a per¬ 
sonal interview. 



[20] 


PERSONAL INTERVIEW 

Before making any suggestions, as 
to what I think you should and 
should not do during a personal in¬ 
terview, let me give you some of my 
personal opinions about hiring help. 

I trust you will never be so un¬ 
fortunate as to apply for a job where 
one of those so-called reformers is 
endeavoring to employ people large¬ 
ly because of certain colored hair or 
eyes or lack of a bump of knowl¬ 
edge here or there, or that you do not 
open your mouth fast or because you 
haven’t a prominent third button on 
your vest, etc. 

Hiring of people requires only the 
application of common horse sense 
—If you wanted to dig a deep trench 
you wouldn’t hire a shorty to put in 
the bottom of it. If you want an as¬ 
sembler of small intricate mechan¬ 
ism, you do not select some one with 
[ 21 ] 


fingers and hands like a barroom 
bouncer. 

There are certain and positive 
‘‘keep off the grass” signs on a lot 
of people and anyone of average in¬ 
telligence whose job it is to hire peo¬ 
ple should know when he comes in 
contact with such a personality. 

My motto was always to satisfy 
myself as near as possible, regarding 
the three most fundamental principles 
of any human being that is seeking 
employment, namely; Are they hon¬ 
est, reliable and will they WORK. 
If you can satisfy an employer on 
these three points, he should be will¬ 
ing to take a chance on moulding 
you into his methods of doing busi¬ 
ness. 

I know hundreds of very valuable 
employees of different concerns who 
I am certain, could never “get by” 
one of these reformers on personal 
appearance or verbal form of appli- 
[ 22 ] 


cation — they would be scared to 
death and absolutely unable to do 
themselves justice if necessary to 
submit to the grueling and question¬ 
ing handed out by a so-called expert. 

There are a lot of “faces” which 
show dishonesty, degeneracy, etc., as 
well as the good qualities. Do not 
you know of the effect upon you 
when you are introduced to stran¬ 
gers—there’s an intuition that you 
will either like or dislike and it is 
very seldom that your first impres¬ 
sion is ever greatly changed. 

Man is only valuable when trained 
and many men who are unfortun¬ 
ately marked, as the reformer may 
say, have educated themselves into 
honest and industrious citizens. 

Years ago I gave up trying to 
hire people by “hunches.” The best 
salesmen I have today never sold a 
nickles worth before coming into my 
organization—but they were not past 
[ 23 ] 


the point of learning. Just recently 
a man that I had known for some 
time applied to me for a recommen¬ 
dation to our company, I was very 
much impressed with him, big strong 
square shouldered, strong jaw and 
bright of eye, there is no person liv¬ 
ing that could, by snap judgment 
or in an hours interview detect this 
man’s weakness—but he had one that 
only the most careful and most per¬ 
sonal investigation with his closest 
relatives divulged. He proved wholly 
unfit mentally and physically for the 
job he wanted. 

Too many writers on the employ¬ 
ment subject give preference to the 
self-possessed young man who stands 
before the manager as unconcerned 
as if only before the corner newspa¬ 
per boy. Self-confidence is a good 
quality and it wins a lot of bets; but 
it does not show the boss anything 
about the applicant’s ability or re- 
[ 24 ] 


liability. The self-possessed fellow 
is an actor able to play a part while 
the bashful young fellow is not; so 
the “real fellow is not in evidence to 
the man who is interviewing. A story 
is told of the street fakir selling pup¬ 
pies: A prospective customer asked 
him, “What’s the breed?” The fellow 
replied, “Oh, I don’t know. I guess 
they are half Boston Bull.” Well 
what’s the other half? to which the 
fakir replied, “Well, that’s just dog.” 
So it is that part of a man that “is 
just man” that always appealed to 
me. 

I found a great many applicants 
who thought that all that is neces¬ 
sary to do to get a job was to pre¬ 
sent a “good front” and be a good 
talker. Such a person always im¬ 
pressed me like some business firms 
I know, “all their display was in 
their show windows and not much 
inside” to choose from. A “good 
[ 25 ] 


front” does not mean flashy dress and 
a gabby talker. A “good front” to 
the employing manager is plain neat 
and clean clothes, clean shave and 
clean hands and a fellow who will 
answer questions intelligently that 
are asked of him and of course with 
some evidence of energy. Don’t 
talk too much when applying for a 
job. 

The things about you of most in¬ 
terest to the employer are: Are you 
honest and industrious—the places 
you have worked and why you left 
them and what experience have you 
had. There may be other questions 
asked of you, but remember the his¬ 
tory of your family tree is of no in¬ 
terest to him. 

As a general rule I never gave 
much consideration to a bunch of 
letters of recommendations and tes¬ 
timonials in the applicants behalf; it 
is fine to be in a position to either 
[ 26 ] 


furnish them or, better still, give the 
names of your references and let the 
employer write or call them if he 
thinks it necessary. Sometimes I 
have learned that letters of recom¬ 
mendations were given only as an 
easy way to “let the fellow down” 
who was asking for it. 

Remember it is nothing for you to 
be ashamed of to apply for work, 
you must sell your services just as 
the employer must sell his goods. 
Do not be backward about giving 
your ideas and suggestions if you are 
asked for them. 

Do not be too choicy about what 
kind of a job to take, remember if 
it is a progressive organization with 
opportunities for promotion for 
those that make good—-get in it 
somewhere, somehow. 

I appreciate the value of a dollar, 
but I know many men who are still 
in just ordinary positions, because 
[ 27 ] 


the one thing uppermost in their 
minds, was how much money can I 
make; what they should have been 
thinking about was—What is the 
future to this job if I make good? 



[ 28 ] 


APPLICATION BLANK 

You will find that a great ma¬ 
jority of our most successful organ¬ 
izations of any type, require that all 
applicants fill out an application 
blank, which you receive by mail, 
providing your letter has made the 
right impression, or the application 
is handed you, if the result of your 
personal call has made a favorable 
impression. 

The usual form used asks numer¬ 
ous questions and an answer is ex¬ 
pected from you to each question— 
tell the truth in answering, all ques¬ 
tions and do not assume the attitude 
that it is none of their business if 
you may feel the question is rather 
personal—there is a reason for ask¬ 
ing it. 

In addition to your name and ad¬ 
dress, you will give your age, height, 
weight, health and education, 
whether single or married and if any- 
[ 29 ] 


one is dependent on you for support. 
What particular position you are 
seeking, if any relatives are em¬ 
ployed by the concern and if so their 
names, whom to notify in case of 
emergency. 

The names of your previous em¬ 
ployers and references. 

There are numerous positions 
where personality is more important 
factor than in others, and some em¬ 
ployers will ask for your photo if 
a personal interview is impossible. 

Some concerns may want to know 
your nationality, religion and 
whether or not you belong to a 
Union. 

You will be asked to give the 
name of your present employer, it 
being understood, of course, that the 
firm to whom you are applying does 
NOT write regarding you without 
your permission, or until such a time 

[ 30 ] 


that your present position would not 
be jeopardized by them so doing. 

You are asked the least salary you 
expect to begin with—Why do you 
want to change your position? 

Some concerns go much farther in 
asking information of you than 
others, some may ask you to check 
yourself from a list of names that 
ask if you are about as follows: 


Careful 

Courteous 

Punctual 

Accurate 

Industrious 

Memory 

Obedient 

Orderly 

Cheerful 

Patient 


Careless 

Discourteous 

Tardy 

Inaccurate 

Lazy 

Forgetful 

Disobedient 

Disorderly 

Gloomy 

Impatient 


How much time you have lost be¬ 
cause of sickness, etc., the nature of 
sickness, etc. 


[ 31 ] 


What studies you liked best in 
school? 

Do you lose your temper? Can 
you take a joke? 

Personally, I am of the opinion 
that a number 'of the questions 
asked by some employers are super¬ 
fluous. 



[ 32 ] 


PROMOTION 

There are several reasons why 
some people never should expect to 
he promoted—I will state them as 
they appeal to me in importance. 

(1) Lack of industry. 

(2) Lack of honesty with them¬ 
selves. 

(3) Wrong mental attitude to¬ 
ward conditions which con¬ 
front them. 

Lack of industry is a weakness be¬ 
cause WORK is a law of nature, 
getting rusty is a common everyday 
occurence; results come only from 
effort—we get what we go after be¬ 
cause little comes to us of its own 
accord. 

One must continuously observe 
the work of others as well as the 
effect of his own work. One must 
be always curious to find out that 
which he does not know. 


[ 33 ] 


One must be thorough and hon¬ 
est in the use of hours he is paid for. 

We find out the value of being 
honest with ones self by looking at 
those who are failures, because they 
were blind of their own shortcom¬ 
ings—some people spend so much 
time admiring their own abilities 
that their weakness is entirely lost 
sight of. 

Too many magnify their difficul¬ 
ties, are unreasonable in their expec¬ 
tations, are filled with fear, doubt 
and discontent. When such a spirit 
governs men, it helps to increase 
their difficulties rather than decrease 
them. 

The man who can only see the 
routine of his own part of the whole 
work will seldom reach beyond the 
job assigned him. 

There is a tremenduous progres¬ 
sive force created by men finding 
out their weakness—There are lead- 


[ 34 ] 


ers of men who find in some men 
an intangible ability to produce 
good results—Nothing is so plenti¬ 
ful in America as opportunity. 
There are more jobs for forceful 
men than there are forceful men to 
fill them. It is a mistake to think 
that all great American fortunes 
have already been made. 

The man who has done his best 
has done everything. The man who 
has done less than his best has done 
nothing. 

Nothing is more fatal to success 
than taking one’s job as a matter of 
course. 

The man who fails to give fair 
service during the hours for which 
he is paid is dishonest. The man 
who is not willing to give more than 
this is foolish. 

Captains of industry are not hunt¬ 
ing money. America is heavy with 
it. They are seeking brains—spe- 
[ 35 ] 


cialized brains—and faithful loyal 
service. 

The man who attracts attention is 
the man who is thinking all the time, 
and expressing himself in little ways. 
It is not the man who tries to dazzle 
his employer by doing the theatrical, 
the spectacular. 

There is no doubt that today in¬ 
dustrial conditions favor the college 
man. But the college man who 
thinks that his greater learning gives 
him the privilege of working less 
hard than the man without such an 
education, is going to end in dis¬ 
aster. 

Go into any business house or in¬ 
dustrial organization in your city and 
you will see many many men and 
women in positions who have been 
there for years, no one ever questions 
their loyalty, there wages are com¬ 
mensurate with the work they are 
doing, they are well liked by their 
[ 36 ] 


fellow men and stand well in their 
community, but whenever a promo¬ 
tion is made in their organizations, 
some one else always gets it—now 
what’s the matter? 

You have often heard the expres¬ 
sion “there’s a person of tine char¬ 
acter” which may be true, but there 
are two types of character, i. e., 
CHRACTER and FORCE OF 
CHARACTER. 

One may have all the qualifications 
of the persons outlined above, good 
workers, honest, reliable, go to 
church and their neighbors speak 
well of them, but they lack the one 
big thing the other fellow who gets 
the promotion seems to have, i. e., 
FORCE OF CHARACTER. I 
mean by FORCE not brute strength 
or a bulldozer, but men and women 
of high character who are forceful 
in their efforts and are leaders of 
men and women, full of energy and 

[ 37 ] 


who knows not only the routine 
of their own jobs, but makes it their 
business to learn as much about the 
business in general as is possible. 

Let me here tell you the story of 
a young fellow, we will refer to him 
only by his first name, Marcus. My 
secretary at that time was an in¬ 
structor at the night Y. M. C. A., 
classes in stenography, a requisition 
came into my office one day for a 
young man to act as clerk in one of 
the factory departments, keeping 
the time tickets of the department’s 
employees—stock requisitions and 
numerous other duties. The pre¬ 
vious clerks always found it neces¬ 
sary to put in all their time on this 
particular job. My secretary called 
my attention to this particular requi¬ 
sition and remarked that in his class 
at the Y. M. C. A., was a young 
fellow born of foreign parentage, 
but who had been the leader in all 


[ 38 ] 


his classes and that he would like to 
recommend him for this job. 

An interview was arranged and I 
saw a keen, bright-eyed young fellow 
full of life and energy anxious to 
get his start into an American busi¬ 
ness institution. I was impressed, 
with him but there was a foreign ac¬ 
cent to his speech that I felt may be 
of some handicap to him on the job 
and again we always endeavored to 
please our foreman and the placing 
of new employees in his department 
must be mutual if possible, rather 
than exercise the power invested in 
our department. 

After some persuasion the foreman 
was induced to accept my recommen¬ 
dation and Marcus began work the 
next morning at 6:30. As was my 
rule, I visited this department at fre¬ 
quent intervals anxious to know how 
he was progressing. On one of these 
visits several weeks later I noticed 


[ 39 ] 


the new clerk out in the department 
with an apron on similar to the ones 
other employees wore, for a moment 
a feeling of despair went through 
me. I asked myself, “Has Marcus 
failed as a clerk?” I soon learned 
from the foreman that he had not 
failed, he had cleaned up his office 
duties and rather than sit around 
trying to appear busy and idle away 
the time, he got an apron to protect 
his clothes, went out into the depart¬ 
ment shoulder to shoulder with the 
workmen trying to LEARN more 
about the business. 

In a year’s time the foreman who 
had accepted him rather hesitatingly, 
was just as reluctant to let him be 
transferred to another job—a pro¬ 
motion—another rung up the ladder. 

In the meantime night school was 
still occupying his time and in addi¬ 
tion to his shorthand and typewriting 
[ 40 ] 


and English studies, he had taken up 
Spanish language. 

It was the same story in his new 
job, the clerical work soon mastered, 
out on the factory floor learning 
more about the business, reading the 
company's advertising matter, at¬ 
tending N. C. R., night classes. 

One day some months later the 
manager of the department that 
handled all the foreign business 
placed a requisition for a young 
clerk. My thought turned to Mar¬ 
cus, by this time he could translate 
some Spanish, he was the chap for 
the job in the Foreign Department. 
When told of his promotion, of 
course he was pleased, shorter hours, 
a different environment, and greater 
opportunity to familiarize himself 
more with the business. My trips to 
this department always disclosed the 
fact that nothing could stop this 
chap; he made good anywhere he was 
[ 41 ] 


placed. Meeting the head of this 
particular department in the Officers’ 
Club at lunch hour, I asked, “Well 

how’s our boy?” Mr. _ replied, 

“A rather interesting thing just hap¬ 
pened this morning, some weeks ago 
I had dictated a letter to our repre¬ 
sentative in China in which I had 
promised to send him some new cat¬ 
alogues just as soon as they were 
out of the printing department, and 
of course I knew about when that 
would be and made a note on my 
desk calendar to check up on it on 
a certain date, today was the day; I 
was passing Marcus’ desk and I in¬ 
structed him to get the catalogues 
that day and follow them through 
the factory until he was certain they 
were on their way. Imagine my sur¬ 
prise and pleasure when Marcus re¬ 
plied, “Mr.the catalogues were 

shipped yesterday.” 

[ 42 ] 




Do you get the point? When his 
superior was dictating that letter, 
Marcus knew what to do and he done 
it—made his notation on his calen¬ 
dar—kept in touch with the situa¬ 
tion and done the thing that was 
necessary to do. Why is it that so 
few people are possessed of just good 
common sense? Marcus had done 
nothing spectacular, he only used his 
head. The result was that some time 
before I left the National Cash Reg¬ 
ister organization a call came from 
the company’s General Agent in 
South American for a young man 
familiar with the business who could 
speak Spanish. You do not have to 
guess who got to go to Rio Janerio, 
do you? 

I do not know where Marcus is 
now—but Til bet that wherever he is 
that he is more than making good. 


[ 43 ] 


ENTHUSIASM AND CON¬ 
FIDENCE 

Enthusiasm has blazed the trail of 
all successful men. Do not mistake 
enthusiasm for mere hustling, for a 
fly in a bottle might buzz its life 
away without getting anywhere. 

Work hard and think hard; do 
your work a little better than may 
seem necessary; do not be afraid to 
assume some initiative. These are 
necessary steps to promotion. 

Enthusiasm thrives on confidence, 
while success is founded on, both. 

Don’t be a FLOATER—he is 
another inefficient mortal, a floater 
is like a rolling stone, never gathers 
any “shekles.” Floaters are some¬ 
times used as “pinch hitters” but 
taken as a whole, they have not much 
market value. They lack order and 
system; and never, as a rule, become 
efficient because they never “light” 
long enough in one place. 

[ 44 ] 


We can have confidence in the 
man who always gives a square deal 
but we watch the man who misrepre¬ 
sents things even though he does not 
tell a lie. 

A man may be a good worker, but 
if he is not punctual, if he stays away 
from his work, without permission 
or a good excuse, or if he is known to 
be a “rounder,” his firm cannot have 
much confidence in him. 

If one cannot be in harmony with 
their work they should get out, or, 
better still, get in line. Do one or 
the other or resign; then when you 
are on the outside and feel so in¬ 
clined, cuss to your heart’s content. 

Anything that tends to destroy 
confidence must be avoided by both 
the employer and employee. 

A reliable man is one that can be 
trusted in his work as well as other 
things. 


[ 45 ] 


Everything well and pleasantly 
done spells service and service is but 
another name for efficiency. 

If you work for a man part of the 
time and against him part of the 
time, then you are not loyal; give 
undivided service or none. Do not 
make the mistake of being with the 
firm only on pay day. 

If the concern you work for is all 
wrong and the boss does not know his 
business, it may be well for you to 
go to him and tell him so. 

How much is your heart in your 
work? Are you loyal to your con¬ 
cern? Loyalty is nothing but com¬ 
mon honesty, for if you receive pay 
from a concern you at least owe them 
loyalty in return. 

Do not be a clock watcher. It will 
run without your assistance. Keep 
your eyes on your work and time 
will go faster and when the whistle 
blows to quit, you will have the sat- 
[ 46 ] 


isfaction of knowing you have done 
the best you could. 

Remember you are on the payroll 
for a certain amount, your real value 
to your employer and what he pays 
you depends upon how much super¬ 
vision you need. 

Every employer, whether he em¬ 
ploys one or a thousand, wants hon¬ 
esty, loyalty and aggressiveness; 
they are indespensable. The chap 
who has these qualifications, is the 
one whose head and shoulders are 
going to show above the crowd. 

Start in the morning with the de¬ 
termination to make that day a bet¬ 
ter day than the previous one, and if 
you fail you will have the satisfac¬ 
tion of having tried. 

Of course we all make mistakes; 
there is nothing wrong with that; the 
only wrong is in making the same 
mistakes twice. 


[ 47 ] 


If you want to be a leader, do not 
start Monday morning praying for 
Saturday night. Keep both eyes 
open for opportunities. 

An egotist has been defined as one 
who wants to talk about himself when 
the other fellow wants to talk about 
himself. There is a difference be¬ 
tween egotism and confidence; out 
of confidence grows enthusiasm and 
desire to do. 

Pick out a high goal, set your face 
towards it and keep plugging, you 
will encounter many difficulties to 
prove your strength and test your 
confidence. Do not waste your time. 
Do not scatter your energy; concen¬ 
trate on the big thing before you— 
“your goal.” 

Don’t be afraid to start at the bot¬ 
tom, for climbing is more fascinating 
than skidding. You will not be able 
to make your goal if you try it by 
[ 48 ] 


the “jazz” route; a little of such 
pleasure does no harm, but several 
nights a week will put you out of 
the running in competition with the 
chap that hits the “feathers” from 
ten to six. 

Assume some initiative — do not 
wait to be told to do everything—be 
a doer. 

It is the THINKER who solves 
the world’s problems and receives the 
world’s rewards—there would be 
more successful men if there were 
more thinkers—the thinker must be 
ambitious, have lots of enthusiasm, 
energy and a willingness to learn. 

A pound of needles or pins is 
worth as much as five tons of iron ore 
from which they are made, and one 
ounce of trained gray matter is worth 
tons of brute strength. 

We all have a certain amount of 
brains. Our market value depends 
on how we use our brain—it is quality 
[ 49 ] 


that demands and receives the price. 

Anyone who lacks confidence in 
themselves cannot hope to win the 
confidence of others. To fill a good 
job satisfactorily, you must believe 
you can fill it. You know Jess Wil¬ 
lard was much bigger physically than 
Jack Dempsey, but Dempsey had 
confidence in himself—he knew 
what he could do and he did it be¬ 
cause he had the punch. 

You cannot succeed when wearing 
a long face, with gloom and dissatis¬ 
faction marked by every line. The 
world loves a cheerful spirit, and 
showers its best gifts upon those who, 
by their actions, show the world that 
its gifts are enjoyed. 

Do not grumble when things seem 
to go wrong. Just smile and work 
earnestly to make them go right. 
It’s yourself and the world appears 
gloomy only because you are, for 
the moment, looking at it through 
smoky spectacles. 

[ 50 ] 


A FAILURE 


I recently was told of a boy’s story 
—the tale of a lad who failed. He 
was of good family, with a college ed¬ 
ucation, and some talent in the di¬ 
rection of designing. This talent he 
developed under a competent teacher 
who found him a place. 

The boy went to work, but his em¬ 
ployers were too slow for him. They 
did not know much. They did not 
have intelligence enough to pay him 
what he was worth—what he thought 
he was worth. He came to this sage 
conclusion after one month of serv¬ 
ice. He was receiving a fair salary 
and he was young. There was op¬ 
portunity for him to rise in the serv¬ 
ice of his employer, but that would 
have taken time. The boy could not 
wait. He liked to spend money, 
and he could not wait. At the end of 
the month he quit his job. For a 
[ 51 ] 


few days he enjoyed what he under¬ 
stood to be a good time. Then he 
was broke. 

But this boy knew he had genius— 
he told all his friends that he had 
genius—and he went about peddling 
his stock in trade. It was all he had, 
this brand of genius. After a time 
he succeeded in getting another po¬ 
sition ; but this employer had no more 
sense or appreciation than the former 
one had; and it was but a week 
or two until the boy was convinced 
of this fact, and he became dissatis¬ 
fied. He thought he ought to be at 
the head of his department. He 
did not believe in genius being com¬ 
pelled to climb the ladder of success. 
He knew a better way. He was cer¬ 
tain that a genius should begin at, 
or near, the top of the ladder. He 
had read somewhere that mediocrity 
plods and genius flies. He felt his 
own wings sprouting, he desired to 
[ 52 ] 


fly. He did. He “flew” his posi¬ 
tion at the week’s end, and had an¬ 
other of those good times. 

Some weeks passed before genius 
asserted itself, but in due time the 
boy got another job. Things were 
no better. He felt that his employ¬ 
ers were suffering from decadence. 
They desired punctuality, and honest 
service, and only wished to pay what 
they considered such things worth to 
them. That was foolish in an em¬ 
ployer—so the boy argued. He 
knew there must be a place in the 
world where genius is recognized at 
once, and rewarded with opulence. 
He found the place—he thought— 
but it was the same old story. Again 
he “flew” again he had a good time 
according to his lights. That was 
some time ago. 

The boy does not find jobs now. 
He is a failure. He might not ad¬ 
mit this fact—genius is peculiar— 
[ 53 ] 


but he is a failure, a plain, pathetic 
failure. The talent he had he did 
not use. His habits are bad. Why 
did he fail? 

There are many boys, alas, like our 
genius; and all of them are destined 
to fail. What becomes of them? 
Consult the court dockets, the prison 
records, the archives of the pauper 
retreats for broken humanity. 

What a boy needs in his fight for 
success is honesty! Also he must have 
courage of purpose; he must have 
loyalty, and industry, and patience, 
faith in himself and confidence in his 
employer. He must be willing to 
wait and prove his merit, his value. 
The right kind of employer is willing 
enough to reward efficiency. The 
right kind of a boy is willing to climb. 
And it is the climber who succeeds. 
The genius who seeks to fly often 
falls with broken wings. 

Forget yourself, interest yourself 
[ 54 ] 


In your job, be a thinker, not a talker. 

Most jobs are lost because the em¬ 
ployees thinks and talks too much of 
themselves. If you must talk, talk 
about your job to people who can 
tell you something that will help you 
fill your job better. 

A man who has a job has two sub¬ 
jects of thought and conversation. 
He can do as so many workers do 
and not talk about himself, or, he 
can go around telling people how 
badly he is treated. He can tell of 
men less worthy than he who are pre¬ 
ferred to him, of how he is held back 
because he is too good and the oth¬ 
ers are jealous of him, and, of how 
if he had a fair chance he would be 
much farther ahead than he is. 

Much energy is consumed in talk¬ 
ing about office or shop envy, jeal¬ 
ousy, politics, and plots. 

This man can talk about his 
job or better still, think about it 
[ 55 ] 


without talking about it. He can 
consider that job from every angle. 
He can learn about the man who 
held it before he got it. He can find 
out why that predecessor of his failed 
or succeeded in it. He can study 
the possibilities of the job and see if 
there is not some way in which it can 
be made a better paying job or a 
more useful job, or a job in which 
better results can be obtained with 
less loss of energy. 

It has been said that there is no 
job in the world that cannot be made 
a great deal better by any man who 
will give honest attention to it. The 
wise man then will study the job in¬ 
stead of himself, and if he has to 
talk about something, will talk about 
the job. 

Many men have queered them¬ 
selves in their jobs by being too fond 
of their woes. Men like to have 
cheerful workers about them and 


[ 56 ] 


when a man gets the reputation of 
being always a sorehead there are not 
many places where he is welcome. 

Another fault of the talker is that 
often he tells things he has no right 
to tell. Somehow or another he has 
obtained a repuation of being in pos¬ 
session of many secrets of the shop, 
the store, the factory, or the office. 
He has been seen with the boss. It 
is known, that the boss talks to him 
quite freely. 

The others who want to know what 
the future holds for them get this 
talker to enlighten them. Too often 
when he happens to be out of real in¬ 
formation he draws upon his imagin¬ 
ation for the facts. Many jobs have 
been lost by this means. 

The number of jobs that have been 
lost by a man keeping his mouth shut 
about things that he knows nothing 
about is small. Small, too, is the 
percentage of workers who are 

[ 57 ] 


thrown out of positions because they 
do not talk about themselves. Most 
men can exist quite awhile without 
having other men consume their time 
discussing themselves. It’s just 
about as bad to talk about other peo¬ 
ple, unless you boost them, for a 
knocker gets nothing, either in this 
world or in the next. 



[ 58 ] 


THE INVENTORY 

Sometime during the year, every 
business house in the land is engaged 
in taking measure of its goods and 
accounts. 

Thus they will definitely determine 
what progress has been made during 
the old year, what lines have been 
most profitable, and what have 
brought losses. 

It is a custom that is necessary in 
modern business methods. 

And, if we but knew it, it is a cus¬ 
tom that is just as beneficial in our 
individual lives as it is in business. 

Isn’t it worth while to pause at 
least once a year and find out what 
purposes have carried us forward in 
the world; what endeavors have prof¬ 
ited us, and what lines of conduct 
have slackened our hold upon the 
better things? 

After a few annual inventories the 
merchant finds out from the figures* 
[ 59 ] 


of his balance sheet that selling 
shoddy goods as good goods does not 
pay in the long run. The profits 
may be large for a while, but they 
do not last. 

And if it is worth annual inven¬ 
tory, of stock and accounts to learn 
this rule regarding a few hundreds 
or thousands of dollars, isn’t it worth 
annual inventory of character and 
achievement to learn the equally fixed 
rule regarding the all-important 
things of private life? 

Shoddy in character and conduct 
goes no further, fools people no 
longer and brings no more lasting 
profit than it does in business. 

The man, whatever his work, who 
is not getting on as he should, may 
find an inventory to his advantage. 
He may discover that he is failing to 
keep replenished his stock, of enthu¬ 
siasm and energy, and has little left 
[ 60 ] 


on the shelves of his mind and heart 
but shoddy, which the world does not 
want. 

No man succeeds or fails, goes for¬ 
ward or slips backward, grows in 
happiness or swamps in misery, but 
for good reason. 

If he is painstaking enough he 
will find something wrong, not with 
the world, but with himself. 

To get something for nothing is 
impossible. 

To get value we must give value. 

To forecast the blessings that are 
to be ours, we must inventory our 
own stock of honesty, industry, love, 
sjmipathy, charity and kindly help¬ 
fulness. 

Without these our hope for success 
and happiness is as vain as is the hope 
for profits by the merchant whose 
shelves are bare. 


THE DUTY SHIRKER 

Aim at perfection in everything 
you do, for though in many cases 
such may be unattainable, the effort 
will bring you nearer your goal. It 
is despondency that begets laziness, 
and both combined make men give 
up their ambitions and lie down when 
by grit and determination, with a will 
to accomplish, and the aim to do, they 
might have carved their way to the 
topmost height of success. 

We often hear men say when they 
complete a job, or, rather, leave it 
incomplete: 

“O, that will do it’s good enough; 
nobody will know the difference.” 

This is fallacious reasoning. There 
is always somebody who knows and 
soon everybody will know and that 
job will reflect discredit on those who 
performed it and who foolishly 
imagined the boss would be deceived. 

It is not so easy to deceive the 

[ 62 ] 


boss as many seem to think; some 
one is sure to find out the deception. 
To slop over a job is equivalent to 
stealing the money of those who em¬ 
ploy you to do it. Can any man 
have self-respect who knows he is 
taking the money to which he is not 
entitled, the money he has not hon¬ 
estly earned? 

Such a man is a traitor to his own 
conscience, a renegade to his best 
instincts, and when a man cannot re¬ 
spect himself he knows that the re¬ 
spect of his fellow men is lost to him. 
lie who will not do honest work for 
his money will soon learn to be dis¬ 
honest in everything else. He is on 
a downward grade that will lead him 
to the gates of crime and shame. 

When a man puts into his work 
the best that is in him he has the 
satisfaction of an easy conscience; 
the money he has earned does not 
[ 63 ] 


burn his pockets, and no accusing 
voice is whispering in his ear that he 
has wronged his brother. How unlike 
this man is he who shirks his respon¬ 
sibility, whose only aim in his work 
is to get the money, regardless of the 
results. 

Such a man knows he is a thief in 
his heart, for dishonesty in work is 
as much stealing as extracting money 
out of a cash drawer, and so he can¬ 
not help despising himself, yet he is 
cunning, crafty, ever on the alert 
watching others with a catlike sus¬ 
picion, for he cannot help thinking 
that the eyes of all are upon him and 
that every glance is a denunciation of 
his meanness. 

Faithlessness, carelessness and dis¬ 
regard for the rights of others grow 
out of the failure to recognize not 
only the law of brotherhood, but fail¬ 
ure to understand clearly that the 
[ 64 ] 


man who does not do his duty really 
hurts himself and shadows his own 
soul in a way for which no money can 
compensate. 

Doing things better no matter how 
trivial the things may be, commands 
success. 

Employers often make the com¬ 
plaint that they have much difficulty 
in finding faithful, honest help; they 
say that the majority need to be 
watched and that they are more in¬ 
terested in a prospect of an increase 
of salary than in their duties. This 
shows the trend of the times and is 
responsible for the great army of the 
unemployed, who are continually 
walking our streets — it simply 
arises from the fact that fewer will 
conscientiously perservere and keep 
their masters intersts at heart as well 
as their own. The man who does 
not care whether the business is win- 


165 ] 


ning or losing as long as he gets his 
pay envelope on Saturday, is not 
worthy of promotion. 



[ 66 ] 


SNAP JUDGMENT 
Unfortunately it is still the prac¬ 
tice in building some organizations 
to retain the physically strong and 
weed out the physically weak and re¬ 
plenish the vacancies with experi¬ 
ments. In spite of this obsolete 
method of selecting employees, there 
are some who think the heads of these 
concerns are great judges of men— 
but are they? They simply followed 
experiment until some one eventually 
filled the bill. 

If you have never had the thrill of 
watching an employment manager, 
who understands his job, work on a 
large crowd of men, made up of sev¬ 
eral different nationalities, of all 
creeds and purposes — experienced 
and inexperienced, good men and bad 
men—some with high ideals, others 
with none—then you have missed 
something. The man responsible for 
[ 67 ] 


the human element that enters our 
business organizations must deal first 
hand with the most vital factor in the 
success of any institution, that is, the 
human being. 

He must be both an examiner and 
counsellor of men, his is the privilege 
of taking men who might otherwise 
be all their lives misfits and failures, 
putting them on their new job and 
showing them how to succeed in it. 

He must understand human nature 
and be in sympathy with men. There 
is too little brotherly love, too little 
kindness, too little encouragement in 
the world; one is valuable in propor¬ 
tion to the thought, the physical in¬ 
spiration and the happiness he puts 
into his labor. 

In our larger industrial organiza¬ 
tions, where hundreds are employed 
and the employment manager is fre¬ 
quently confronted by several hun¬ 
dred applicants at once, it becomes 
[ 68 ] 


a physical impossibility to take the 
time to get detailed information from 
each applicant. Under such circum¬ 
stances he is compelled to use as some 
people term it, “snap judgment.” 

The interviewing department, as 
a rule, is laid out with a large assem¬ 
bly room in which the applicants 
gather, separated from this room 
are others that are more private. 
The employment manager stands in 
such a position that each applicant 
approaches by himself, try and pic¬ 
ture for yourself what that moment 
means to both the employer and the 
applicant, at a glance and as the one 
seeking employment approaches the 
manager must see the individual from 
his feet to his head—has he a good 
face — does he look honest and 
healthy—Is he active or apparently 
a laggard, is he neat or slovenly, re¬ 
member the manager cannot at that 
[ 69 ] 


time, take the time to get the details, 
the applicant in a word says he may 
be a draftsman, electrical engineer, 
stenographer, bookkeeper or any one 
of dozens of different callings. 

If an impression has been made 
upon the employer, he sits the one ap¬ 
plying in another department and 
later on takes the necessary time to 
properly interview the job seeker. 
But what about the ones that are 
dismissed with a “sorry, sir, but I 
have nothing for your today.” To 
this day I am haunted by the faces of 
some that have passed before me 
years ago, but I am thankful that I 
have a clear conscience for I did my 
best. 

It is but natural of the thousands 
and thousands that I have interview¬ 
ed and employed to have made mis¬ 
takes, both ways, many of them I 
suppose, some that I turned down 
were worthy, some I gave jobs were 
[ 70 ] 


unworthy. Let me tell you of one 
“near” mistake that I caught in time, 
as later years have proven. It was 
an exceptionally busy day, an un¬ 
usually large number of applicants, 
each anxious to be interviewed first. 
As one young man approached me 
I was only attracted by the fact that 
he was crippled and walked with a 
decided limp. I hardly had time to 
study the face, it was not against the 
policy of our company to employ 
cripples, but I felt that just then 
there was no vacancy where the 
young man could be used to advan¬ 
tage. In a moment’s time he had 
heard the fatal words, “I am sorry, 
sir, but nothing today.” As he 
turned to leave I thought I saw a 
tear in his eye—oh! how my heart 
went out to that boy. I want to tell 
you that the fact that a man sheds a 
tear is no evidence of weakness—it’s 
a message of honesty of love, or bro- 
[ 71 ] 


ken heart. I recalled him and asked 
him to have a seat and wait, that I 
may get his story. I learned that 
he was a student at Ohio State Uni¬ 
versity and had taken up the study 
of law, not only because he had al¬ 
ways wanted to be a lawyer, but be¬ 
cause a crippled limp would be more 
of a handicap in other callings. He 
still had three years in school; he 
needed the job and the money to help 
pay his way through school, but a 
vacation job only for the summer 
was a hard thing to find, however, I 
had taken a great liking to the young 
chap because of his frankness, his 
honesty of purpose and his need for 
work—he must have a job. 

He was given a job in a depart¬ 
ment where nickle and copper plat¬ 
ing was done. In a plating depart¬ 
ment, buffing wheels are necessary for 
polishing the nickle and copper. It is 
a dirty, none too healthy and alto- 

172 ] 


gether about as mean a job as could' 
be handed a young chap without fac¬ 
tory experience and wanting to be a 
lawyer; it was a job that would test 
the staying qualities of any man. I 
made frequent visits to the depart¬ 
ment expecting every day to find the 
machine vacant, at which this young 
man was working, days grew into 
weeks and still he was sticking to the 
ship; then came the time for his re¬ 
turn to school. While he had more 
than made good on the job, neither 
the foreman nor myself took serious¬ 
ly his promise to return during the 
next summer vacation. The follow¬ 
ing spring, about the time robins 
were appearing and letters were be¬ 
ginning to arrive from students, ask¬ 
ing that there applications be taken 
for summer work, my thought turned 
to our school boy of the previous 
summer, in due time happy and 
smiling he returned and again proved 
[ 73 ] 


his worthiness and further en¬ 
trenched himself in our respect and 
so it continued for three summer va¬ 
cations. Then the proudest moment 
of his life—his summer work had 
helped his finances so much that he 
was graduating at last. 

When it came time for him to say 
good-bye, it was with a feeling of 
real regret that he would not return. 

I did not give much thought as to 
what his future may be, or if we 
would meet again. As the years 
passed and the memory of him had 
slipped my mind, I was most agree¬ 
ably surprised one day. I was one 
of several hundred Columbus busi¬ 
ness men on one of our annual trade 
tours, when we arrived in one of the 
most beautiful and thriving county 
seat cities in southern Ohio. Part of 
our program was to march to the 
court house where the band that ac¬ 
companied us would give a concert. 

[ 74 ] 


While standing there enjoying the 
music, a tap on my shoulder at¬ 
tracted my attention. I was face to 
face with my friend, the student who 
worked during three summer vaca¬ 
tions in the National Cash Register 
factory at Dayton. Do you know 
me, he asked? Several years had 
lapsed since I had last seen him— 
he had changed considerable, but 
finally I placed him. 

My first thought was: had he been 
successful? Had the same fighting 
spirit and determination shown on 
the dirty buffing wheel job years be¬ 
fore, followed him in his law work? 
I hesitated to ask, but did and Oh, 
the joy that came to me when he said, 
Yes, I am the prosecuting attorney 
of this county. I leave you to draw 
your own conclusion whether or not 
I was happy that years before, what 
I thought was a tear caused me to 
[ 75 ] 


disregard my “snap judgment” and 
take the time to find in a young man 
that in him that was “just man.” 

Moral—Any job that is honest 
and honorable, no matter how dirty, 
and far removed from your eventual 
goal, can be a stepping stone to suc¬ 
cess. 



[ 76 ] 


I want to close my book with the 
story of Jack Barringer, Vice Presi¬ 
dent and General Manager of the 
National Cash Register Company. 

I hired Jack, promoted him from 
a humble clerical job in the factory 
to the job in the executive office that 
proved but a stepping stone to his 
present position. 

I had almost completed my per¬ 
sonal write up of Mr. Barringer when 
my attention was called to an article 
by Mr. B. C. Forbes in the March, 
1922, issue of the American Maga¬ 
zine. Mr. Forbes has very gener¬ 
ously permitted me to reproduce 
this article. 



[ 77 ] 


$1,250 FOR A SHINE 

But “Jack” Barringer made that 
shoe-blacking episode worth a mil¬ 
lion dollars to the National Cash 
Register Company, of which he is 
General Manager—By B. C. 
Forbes. 

What would you think of a man 
who would order a shoe-shine cost¬ 
ing $1,250 of his company’s money? 

You would feel like calling him 
crazy. Yet that is exactly what a 
certain big executive did. And he 
was not crazy; for that shoe-shine 
did more than any other one thing to 
enable his company to sell more goods 
last year than in any pre-war year in 
its long history. 

Here is the story: 

Eight hundred or more salesmen 
of the National Cash Register Com¬ 
pany of Dayton, Ohio, had gathered 
in convention from all parts of the 
United States, Canada, and farther 

[ 78 ] 


afield. It was at the time when ev¬ 
erything was tumbling and crumb¬ 
ling, following the bursting of the 
war boom. Pessimism enveloped 
the country like a thick, dark, chilly 
pall. Every wide-awake organiza¬ 
tion realized that extraordinary ef¬ 
forts were needed to stem the tide of 
receding business. If ever there was 
need for gingering-up a selling force 
it was then. 

To generate determination and en¬ 
thusiasm the company had expended 
more than a hundred thousand dol¬ 
lars in getting the convention togeth¬ 
er. The opening proceedings had 
been cordial; but after the conven¬ 
tion got down to the consideration of 
serious business, the pessimism and 
dissatisfaction which had infected 
some of the selling force began to 
make their appearance. 

First one man and then another 
and then another got up and grum- 
[ 79 ] 


bled about his territory; it was not 
large enough; it had been worked 
dry; the quota of business expected 
from it had been fixed at an unrea¬ 
sonable figure under the circum* 
stances; and so forth, and so on. 

The convention, that had beefi 
called at such cost to inspire the sell¬ 
ing organization, threatened to de¬ 
generate into a dirge of discontent 
and despair. 

Suddenly, up on the platform 
jumped Vice President J. H. Bar¬ 
ringer. He held up his hand to stop 
the proceedings, after the manner of 
a policeman stopping traffic on a busy 
street. 

“Stop this convention!” he shout¬ 
ed. “I want to have my shoes 
shined. Send for the bootblack!” 

Everybody gasped. Already it 
had been stated that the convention 
was costing the company two hun¬ 
dred and fifty dollars a minute! Yet, 
[ 80 ] 


as calmly as if he were in a boot¬ 
black’s parlor, Barringer sat before 
the dumbfounded salesman and had 
his shoes shined. Then, when he 
paid the bootblack, he took off one of 
the newly-shined shoes, held it up, 
and addressed the amazed convention 
in some such words as these: 

“You see this shoe. It has been 
well shined. You saw that boot- 
black at work. You could see that 
he knew his job. Let me tell you 
something about him; we had two 
other bootblacks before we engaged 
this one; neither of them was able to 
earn the four dollars a day guaran¬ 
teed by the company. Every week 
the company had to make up a short¬ 
age in their earnings. Then along 
came this bootblack; and with exact¬ 
ly the same territory to work, exactly 
the same number of prospects, and 
exactly the same conditions as the 
others, what do you think he has been 
[ 81 ] 


able to earn? His guaranteed twen¬ 
ty-four dollars a week? Pooh! 
Fifty dollars a week? No! This 
bootblack, with the same territory, 
the same prospects, and the same 
conditions as the other two who 
couldn’t earn even twenty-four dol¬ 
lars a week, has never failed to earn 
anywhere from eleven to fourteen 
dollars a day!” 

There was an outburst of applause! 

“Some of you men are complain¬ 
ing about the extent and the unpro¬ 
ductiveness of your territory and the 
size of your quota. This company 
cannot enlarge the boundaries of the 
United States or of Canada, or of any 
other country. It cannot change 
stores from the left side of the street 
to the right side of the street. It 
cannot multiply the number of mer¬ 
chants or other prospects in your 
territory. And it is not going to re- 
[ 82 ] 


duce the quota of sales it expects 
from you. 

“It isn’t the territory that counts. 
It’s the man working the territory. 
Get that into your heads and into 
your hearts. Remember the boot- 
black! And go to it!” 

Thunderous applause burst forth, 
and an exuberant demonstration pre¬ 
vailed for several minutes. When 
some semblance of quietness had been 
restored, one salesman jumped up 
and proposed that the company 
adopt as its selling slogan for 1921, 
Barrington’s words: “Remember the 
bootblack!” 

It was so voted. And more cash 
registers were sold in the first six 
months of 1921, when general busi¬ 
ness was supposed to be in the dol¬ 
drums, than ever had been sold in 
any previous six months, with the 
single exception of early in 1920, 
when all business had been booming. 

[ 83 ] 


That shoe-shine which cost $1,250 
—five minutes at $250 a minute—has 
since been estimated by the company 
to have been worth more than a mil¬ 
lion dollars to it. 

What Jack Barringer did that day 
was an unusual thing. It was be¬ 
cause of his aptitude for doing un¬ 
usual things, and doing them with 
lightning rapidity, that this ex-farm 
boy and ex-grocery clerk in a country 
store was able in fourteen years to 
rise from being a thirteen-fifty-a- 
week clerk in the National Cash 
Register factory to being its general 
manager, at the age of thirty-eight, 
commanding one of the largest sal¬ 
aries of any executive in the country. 

Barringer’s very first important 
promotion was won by doing one of 
these unusual things. While he was 
working as a file clerk in the execu¬ 
tive office, it was his habit to do 
more than any file clerk had done 
[ 84 ] 


before him. He was on the job, 
driving ahead at full steam at live- 
thirty one morning, while it was still 
dark outside, when the president, 
John H. Patterson, arrived. Pat¬ 
terson was so interested that he called 
the young man in, asked what he was 
doing and, after some further ques¬ 
tions, asked him what pay he was re¬ 
ceiving. There and then Mr. Patter¬ 
son raised the young man’s salary 
from twenty-five to forty dollars a 
week. 

“I would have been overjoyed,” 
Mr. Barringer said to me the other 
day, “if I hadn’t been haunted by 
fears that the company couldn’t pos¬ 
sibly raise enough money to pay me 
that amount every week! When I 
first entered the factory, I fixed two 
thousand dollars a year as the height 
of my ambition. But now that I was 
told I was going to get it, I could 
hardly believe it could come true.” 

[ 85 ] 


Born in the little hamlet of Os¬ 
born, Ohio, on November 28th, 1882, 
John Barringer was early initiated 
into the hard toil of the farm. His 
parents were not well-to-do, but by 
working before and after school 
hours, and sixteen to eighteen hours 
during vacations, he was able not only 
to enter high school but to pay for a 
couse at the Miami Commercial Col¬ 
lege in Dayton. His first regular 
job was in a grocery store in his na¬ 
tive village, where he worked from 
six in the morning to nine-thirty at 
night—and from six a. m. to mid¬ 
night on Saturdays—for three dol¬ 
lars a week. He got along famous¬ 
ly; so famously that in two and a 
half years his pay rose to six dollars 
a week. 

He saved as hard as he worked, 
and when twenty-one was able to buy 
a half-interest in the store. The vil¬ 
lagers felt that Jack Barringer was 
[ 86 ] 


certainly getting ahead in the world. 
They said he was a “right smart lad.” 
Hadn’t he become quite an important 
business man? 

Jack, however, didn’t quite share 
their ideas of the magnitude of his 
success. He could see little room for 
growth in this community of six hun¬ 
dred people, so he quietly visited 
Dayton, the nearest city, and applied 
at its largest establishment for a job. 
Note that he chose the largest city he 
knew anything about, and that city’s 
largest plant. 

“I kept saying to myself,” he told 
me, “that if I couldn’t make good in 
this place, I couldn’t make good any¬ 
where in the world.” 

But, unfortunately, that was in 
1907, a year of great business depres¬ 
sion, and he was told that instead of 
taking people on they were laying 
many off. He talked so earnestly 
and impressively, however, that af- 
[ 87 ] 


ter he had started for the door he was 
called back and requested to write 
down his name and address. The 
employment manager apparently 
made a favorable mark opposite the 
young man’s name, for two weeks 
later he received a special delivery 
letter requesting him to report for 
work. 

“I’d have been willing to start at 
five dollars a week,” he confessed to 
me; “I was so anxious to get into a 
place where I knew there would be 
plenty of opportunity for hard work 
and for making good. When I was 
told that I would get thirteen dollars 
and a half, well, I told myself that 
the employment manager wasn’t a 
very good bargainer.” 

Barringer was then twenty-four. 
Within twelve months he so outgrew 
his first job, as a clerk in the wood¬ 
working department of the factory, 
[ 88 ] 


that the supervisor made him his 
secretary. 

Things were in bad shape when 
Barringer was engaged and, quite 
voluntarity, he worked both before 
and after regular office hours to 
straighten them out. Hours meant 
nothing to him. After having been 
accustomed to working sixteen hours 
or more a day on the farm, both the 
hours and the work in the factory 
struck him as child’s play. 

The supervisor who next had Bar¬ 
ringer under his wing is still with 
the company, and this is what he had 
to say the other day concerning his 
former protege: “I never had a man 
upon whom I could so fully depend 
to go out and get the information or 
the action I wanted. He had a 
brusque, abrupt way of going after 
a man that took him off his feet and 
got results. He would explain 
briefly but clearly what he wanted— 
[ 89 ] 


and then wouldn’t leave until he got 
it. Yet, somehow, he managed to 
do this without making enemies. It 
didn’t take him long to Become far 
too big for this job, so, in justice to 
Barringer, I told the employment 
manager about him.” 

By this time some of the execu¬ 
tives had begun to take notice of the 
aggressive young man. They would 
see him in this department one day, 
in the next department the following 
day, in a third department the day 
after. He was always brisk and 
businesslike. 

Says Mr. Barringer of this stage 
of his career: “As secretary to the 
supervisor I had to go into all parts 
of the factory. I wasn’t satisfied to 
get only the information he sent me 
after. I made it my business to find 
out about anything concerning which 
I thought he might need information 
sometime or other. I kept asking 
[ 90 ] 


questions, and also keeping my eyes 
open as to how every part of a cash 
register was made. The result was 
that when my boss wanted me to find 
out something for him, I often knew 
the facts already and could tell him 
right off the bat. 

Then, one day, Barringer was told 
that it had been decided to take him 
into the executive offices as file clerk. 
One executive protested vigorously. 
Barringer, he said, was indispensable 
in the department he was then in. 
The reply of the vice president was: 
“One of our privileges is to pick the 
best corn out of the crib.” Mr. Bar¬ 
ringer recently said to me, “I remem¬ 
ber that phrase very vividly, because 
corn and cribs had been such a large 
part of my life.” 

How long, do you think, he was 
in the executive offices before the 
president spotted him as a real comer? 
Just three weeks. It was then that 


[ 91 ] 


the five-thirty-in-the-morning inci¬ 
dent, already recorded, happened. 
He was rewarded by promotion from 
file clerk to be one of President Pat¬ 
terson’s secretaries. Whenever Mr. 
Patterson had anything new or un¬ 
usually difficult that he wanted done 
in a hurry he called for Barringer— 
or, rather, he called for “the tall 
man.” 

Here’s the sort of thing that made 
a hit with the head of the company, 
just as it would make a hit with the 
head of any company. When the 
terrible Dayton flood devastated half 
the city, John H. Patterson became 
the commander-in-chief of the rescue 
activities. A thousand tasks, which 
ordinarily would have taken weeks, 
had to be done in hours. He fired 
various orders at Secretary Barrin¬ 
ger ; among them, one to procure ten 
thousand poles, or sticks, for carry¬ 
ing banners. With everything in 
[ 92 ] 


chaos, such an order would have stag¬ 
gered most men. A couple of days 
later, Mr. Patterson told Barringer 
that, seeing there such a terrific num¬ 
ber of things to do, he needn’t bother 
about the ten thousand poles. 

“But most of them are already 
made and are down in the basement,” 
replied Barringer. 

Even amid the momentous events 
of these feverish days, this incident 
didn’t fail to register a sharp impres¬ 
sion on Mr. Patterson’s mind. 

“Never do anything without hav¬ 
ing a good reason for doing it,” is 
one of Mr. Barringer’s favorite max¬ 
ims. At about this stage of his ca¬ 
reer, he one morning found a large 
force of carpenters busily enclosing 
with lumber a broad terrace of steps 
leading to the convention hall. He 
wanted to know why. The explana¬ 
tion he got was that the space was 
being covered in so that the salesmen 
[ 93 ] 


attending a convention could step out 
there to smoke. As there was a huge 
lobby suitable for this purpose, Bar¬ 
ringer ordered the carpenters to stop 
work on the structure they were 
erecting. He waited for no orders 
from any superior official. He knew 
it was the right thing to do. He 
knew it would save the company 
money. So he went ahead on his 
own responsibility and did it. This, 
too, made a hit with the highest offi¬ 
cials. 

His next promotion was not, in a 
sense, very complimentary. The 
handling of the foreign department 
had been so bungled that its heads 
were discharged, and when the presi¬ 
dent named Barringer as assistant 
manager of it, he remarked, “You 
can’t do any worse than those fellows 
have done.” 

Again Barringer made good 100 
per cent. He not only helped to de- 
[ 94 ] 


velop the foreign sales to a remark¬ 
able extent, but when revolutionary 
changes were decided upon for re¬ 
casting the whole selling plans of the 
company at home, he did not hesitate 
to voice strong objection. He de¬ 
clared that the proposed methods 
would gravely hurt the business. 

The official who had conceived the 
changes demanded that Barringer be 
dismissed for trying to interfere with 
things which did not concern him. 
He wasn’t dismissed, although his 
objections were overruled. But, 
within three months, his judgment 
was substantiated to the hilt and Bar¬ 
ringer was made the president’s right 
hand man, as assistant general man¬ 
ager. 

When the vice president protested 
that Barringer was badly needed in 
the foreign department, Mr. Patter¬ 
son’s reply was, “If he has proved so 
valuable for the foreign end of our 
[ 95 ] 


business, he will prove more valu¬ 
able in helping to manage the busi¬ 
ness as a whole.” 

What would be your sensations if 
your employer were to ask you, 
“How would you like to become a 
millionaire ?” That was the question 
the head of the company asked Bar¬ 
ringer at this time. 

Barringer was willin’! 

“All right,” said Mr. Patterson. 
“Just continue to use your own head, 
think for yourself, do things differ¬ 
ently from what they have ever been 
done before—when you’re sure the 
different way is right and a better 
way—and there is no reason why you 
cannot become a millionaire here in 
this business.” 

That Barringer rose to the occa¬ 
sion was testified by the fact thal 
three months later he received the 
additional office of first vice presi¬ 
dent. 


[ 96 ] 


This was in 1918. The National 
Cash Register Company had been 
summoned by the War Department 
to undertake tremendously import¬ 
ant tasks demanding the most pre¬ 
cise skill; tasks, some of them, more 
delicate than the making of watch 
machinery. But the company’s 
achievements were being impaired 
by the constant shifting of workers; 
as in other plants, workers were com¬ 
ing and going by the hundred, roam¬ 
ing from place to place. Barringer 
sized this up as being a problem de¬ 
manding his very first attention. 
The only explanation he could get 
out of the employment manager was 
that the plaint of all the men was: 
“More money, more money, more 
money.” 

“Well, I went down to the place 
where several hundred men who had 
quit were waiting for their final 
pay,” he said to me, “and I asked 
[ 97 ] 


everybody connected with the com¬ 
pany to clear out, as I wanted to 
have a straight talk with these men. 
When all had withdrawn except my 
secretary, I started to ask the work¬ 
ers such questions as: ‘Why are you 
leaving? . . . ‘Where are you going?’ 

. . . ‘How were you treated while 
you were here?’ They opened up 
for fair! As I quizzed one man af¬ 
ter another, my secretary wrote down 
their replies. 

“Then I thanked them for enabling 
me to find out a lot of things that 
needed correcting, and I promised 
them I would get busy and see that 
the things complained of were cor¬ 
rected. I finished up by appealing 
to them to give me a chance to make 
working conditions right for them, 
and emphasized that the United 
States Government and the men in 
the trenches were looking to all of 
us here at home to strain every nerve 
[ 98 ] 


to supply the things needful for the 
winning of vitory. As a result, 
many of them got back on the job. 

“When I analyzed the reasons 
given by the men as to why they were 
quitting, I discovered that ‘more 
money,’ instead of being the chief 
reason, was fourth on the list.” 

Going straight to the men and 
talking with them face to face was 
characteristic of Barringer’s man¬ 
agement methods. Of the seven 
thousand workers on the National 
Cash Register Company’s pay rolls, 
there probably isn’t one who doesn’t 
know him and feel that he is one of 
them. Having risen from the ranks 
himself, and having made himself 
thoroughly familiar with every phase 
of the work of different departments, 
he can put himself in the place of a 
worker and see things, through the 
worker’s eyes. 

“My office is chiefly a place where 
[ 99 ] 


I hang my hat,” Mr. Barringer ex¬ 
plained. “I am always out in the 
plant discussing their tasks with 
workers. There isn’t a day passes 
that I don’t visit some part of the 
factory and talk with the men and 
women. My office door is always 
open, and I make a point of taking 
time to see every worker who comes 
to see me, even if important business 
matters have to be held in abeyance. 
I never intrust interviews of this 
kind to any secretaries or assistants. 
To the old-timers I am still ‘Jack/ 
and I know that is the name all the 
workers give me when talking among 
themselves. 

“Before an executive can expect 
to get others to work hard for him, 
the least he can do is to set them an 
example of hard work himself. I 
am a great Reliever in speed. Life 
is motion. I keep on the move. 
Therefore, when I exhort others to 
[ 100 ] 


speed up, they know I personally 
follow my own advice. Speed, com¬ 
bined with accuracy, spells success. 
All the workers know that I am a 
bug on punctuality. Being on time 
and having things done on time are 
extremely important in running a 
large plant. But how can an execu¬ 
tive who is not punctual himself hope 
to induce his workers to be punctual. 
‘Don’t do as I do, but do as I tell 
you to do,’ is a poor system for any 
executive to try to put over on his 
people. 

“I am a great believer in getting 
up early in the morning and getting 
an early start with the day’s work. 
I go at it hammer and tongs all day. 
I never have time to play golf, and 
I certainly don’t need any such ex¬ 
ercise, as I cover the length of a golf 
course going from place to place in 
the factory every day. I try to ride 
horse-back every day for an hour. I 
[ 101 ] 


rarely take the time to go to a thea¬ 
tre. I go to bed quite early, but 
make it a rule to do quite a bit of 
reading before going to sleep. 

“By the way, no company in the 
country goes as far as we do to en¬ 
courage its people to read. We sub¬ 
scribe for every helpful periodical 
for our reading-rooms, and the num¬ 
ber of subscriptions for certain pub¬ 
lications coming from N. C. R. em¬ 
ployees would astonish you. I have 
got much benefit myself from read¬ 
ing how men, starting as humbly as 
I started, succeeded in making their 
way to the top. I not merely read 
such articles, but I carefully check 
up the strong points of each success¬ 
ful man’s make-up and match them 
against my own qualifications, so as 
to find out where I am weakest, and 
what are my shortcomings. I urge 
my fellow workers to go in for this 
class of reading, and I know a great 
[ 102 ] 


many of them do. It is a good thing 
for a fellow, especially when he is 
up against difficulties, to keep telling 
himself, ‘What man has done, man 
can do.’ We don’t want dead ones in 
our plant; we want live wires all the 
way through. So we have the most 
elaborate classes, evening schools, 
and so forth, to enable ambitious 
workers to improve themselves. 

“If it were possible, I would em¬ 
ploy President Harding’s Cabinet. 
I mean by this that I believe in sur¬ 
rounding myself with men who know 
far more than I do. The executive 
who feels jealous of a brilliant com¬ 
er, and who doesn’t relish having a 
really big man about him, is foolishly 
shortsighted. The abler the men 
around him, the better will be the 
results and the greater credit will 
come to him as general manager.” 


[ 103 ] 


THE MAN WHO KNOWS 

By Charles R. Barrett 


The man who wins is an average man. 

Not built on any peculiar plan. 

Not blest with any peculiar luck. 

Just steady and earnest and full of pluck. 


When asked a question “lie docs not guess.” 
He knows, and answers, “no” or “yes.” 

When set a task that the rest can’t do. 

He buckles down till lie’s put it through. 


Three things he’s learned, that the man who 
tries 

Finds favor in liis employer’s eyes. 

That it pays to know more than one thing well. 
That it doesn’t pay all he knows to tell. 

So he works and waits till one fine day. 
There’s a better job with bigger pay. 

And the men who shirked whenever they could 
Are bossed by the man whose work made good. 

For the man who wins is the man who works. 
Who neither labor or trouble shirks. 

Who uses his hands, his head, his eyes. 

The man who wins is the man who tries. 


[ 104 ] 









































































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